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Challenges in Asset Management
Challenges in Asset Management
And ways that you can deal with them
Challenges in Asset Management
And ways that you can deal with them
Challenges in Asset Management
And ways that you can deal with them
Challenges in Asset Management
And ways that you can deal with them
Challenges in Asset Management
And ways that you can deal with them
Michael Israel
Challenges in Asset Management
And ways that you can deal with them
Michael Israel
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2
© 20166 Actenum Corporation. All rights reserved.Actenum Corporation. All rights reserved.
© 2015 Actenum Corporation. All rights reserved.
Actenum Corporation. All rights reserved.
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© 2016 Actenum Corporation. All rights reserved.
3
Contents
Introduction ................................................................................................................................. 4
Asset Management: An explanation ........................................................................................ 4
Asset Management: Why do we care? .......................................................................................... 5
Asset management and the bigger picture .................................................................................... 5
The ”Great Crew Change” ........................................................................................................... 6
Software that captures and models Expert Knowledge ................................................................ 6
What you think is going to happen isn’t what really happens! ..................................................... 9
The challenge of Organizational Alignment ......................................................................... 11
Advanced software facilitates planning and scheduling .................................................... 13
Integrate with Back Office, Project, and Primavera ..................................................................... 13
Enhanced Decisions boost asset management performance ............................................ 14
About ........................................................................................................................................... 15
Michael Israel .................................................................................................................................... 15
Actenum Corporation ...................................................................................................................... 15
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© 2015 Actenum Corporation. All rights reserved.
© 2016 Actenum Corporation. All rights reserved.
Introduction This document was originally published in 2009, and discussed features
of Actenum Corporation’s then-current maintenance and production
scheduling software, Actenum MPS.
Since 2009 Actenum MPS has been renamed DSO/Maintenance, and has
been upgraded with many significant features that provide additional
capabilities and insight into asset performance and production opera-
tions. Accordingly, this document has been updated to reflect features
and capabilities of current Actenum technology.
Asset Management:
An explanation
What is asset management? There is no question that there are various
points of view about it. So let’s get a generally acceptable perspective
from two reliable sources:
� Wikipedia considers asset management to be: “… optimal manage-
ment of the physical assets of an organization to maximize value … By
managing assets across the facility, organizations can improve utilization
and performance, reduce capital costs, reduce asset-related operating
costs, extend asset life and subsequently improve ROA (return on as-
sets)”.
� The University of Toronto’s Professional Development Centre offers
a Management Certificate Program in Asset Management. The offi-
cial program description states “… Asset Management can significantly
impact an organization's bottom line by reducing maintenance costs, in-
creasing the economic life of capital equipment, reducing company lia-
bility, increasing the reliability of systems and components, and reducing
the number of systems and components.”
In actual practice, though, asset management has been more about
keeping track of data about assets from a transactional perspective.
Asset management’s traditional focus has been about gathering asset
information, such as asset location, asset configuration, maintenance
activities, production throughput, and so on.
In other words, asset management practices have typically provided a
great deal of information about assets and their performance. But this
information by itself does little, if anything, to actually improve an asset’s
effectiveness and performance. The information is, in fact, irrelevant un-
less and until someone acts upon it. People still need to analyze and use
this information intelligently to make informed decisions that positively
impact overall asset performance.
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© 2016 Actenum Corporation. All rights reserved.
5
Asset Management:
Why do we care?
We care because managing assets effectively and maximizing asset ef-
fectiveness is the key to:
� Achieving production targets,
� Controlling costs, and
� Meeting corporate and organizational goals.
There is so much information gathered today by ERP, EAM, CMMS, and
other systems that the dilemma for many organizations is how to identi-
fy the most relevant information. Almost too much data is gathered in
many organizations to be reasonably interpreted.
So how do you pinpoint and take action on the most pressing challenges
and issues to positively impact actual asset performance?
Asset management and the bigger picture
In addition to individual asset management issues, management in asset
intensive industries faces these and other key challenges as well:
� An ongoing retiring workforce sometimes referred to as “the Great
Crew Change”.
� Corporate strategy and operational reality are out of alignment; in
other words, what the corporation plans to happen frequently isn’t
what really happens.
� Organizational alignment issues: for example, maintenance man-
agement and production management goals and targets may not be
in sync.
� Corporate or organizational backing for technology investments may
be lacking or in-adequate.
Also, while many organizations have a plethora of asset information,
some may still have a surprising lack. Some recent studies indicate that
asset management is not always given the priority and attention that is
merited.
The remainder of this paper will focus on how a technology solution can
help improve both asset performance and positively impact the top
three issues above—The Great Crew Change, Corporate Strategy and
Operational Reality, and Organizational Alignment—at the same time.
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© 2015 Actenum Corporation. All rights reserved.
© 2016 Actenum Corporation. All rights reserved.
The ”Great Crew
Change”
Countless operational experts will retire over the next few years. Many
of these professionals have been working in, and sometimes managing
and running, production or maintenance operations in asset intensive
industries for two, three, or in some cases four decades. When these
wizards retire they will take a great deal of knowledge and “tricks of the
trade” with them.
So the question is, how can you preserve that tribal knowledge and all of
the benefits that knowledge brings to the table every day?
Furthermore, is there a way you can dispel folklore-based maintenance
perceptions to promote better maintenance practices and boost asset
and overall operational performance? For example, it may be a com-
monly-held impression that it doesn’t make sense to schedule mainte-
nance on weekends because the overtime costs involved are too high.
But what if scheduling occasional maintenance on weekends actually
enabled greater production, which resulted in greater sales and larger
margins, which in turn more than offset the higher overtime costs?
Would it not be worth it to the organization to schedule that weekend
maintenance?
The retiring maintenance or production expert may have known about
this scheduling peculiarity. But that expert has gone. So how do you re-
place and retain that know-how?
The answer is an expert software scheduling solution.
Software that captures and models Expert
Knowledge
The great news is that software is available today that is capable of cap-
turing, modeling, and emulating an expert’s knowledge in this and
countless similar scheduling situations. The software we’re referring to is
the “DSO/Maintenance” product from Actenum Corporation.
DSO/Maintenance enables maintenance and operations managers to
schedule production equipment for full and efficient utilization. For ex-
ample:
� It empowers management to determine the best time to take
equipment down for maintenance;
� In so doing it is sensitive to production requirements and schedules;
� The software is aware of production run gaps and slow-downs;
� It takes availability of certified and skilled technicians into account;
� It considers the parts and tools required for maintenance tasks.
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© 2016
6 Actenum Corporation. All rights reserved.Actenum Corporation. All rights reserved.Actenum Corporation. All rights reserved.
The following screen shots (Figures 1 and 2) illustrate how Actenum’s
software can be used to develop the best possible
ule to minimally impact production, while taking other critical factors
into account at the same time, such as:
� Overtime costs,
� Crew availability,
� Potential idle (non
� Technician skills,
� Predictable production schedule slo
Figure 1: DSO/Maintenance scheduling software:
The following screen shots (Figures 1 and 2) illustrate how Actenum’s
software can be used to develop the best possible
ule to minimally impact production, while taking other critical factors
into account at the same time, such as:
Overtime costs,
Crew availability,
Potential idle (non
Technician skills,
Predictable production schedule slo
Figure 1: DSO/Maintenance scheduling software:
The following screen shots (Figures 1 and 2) illustrate how Actenum’s
software can be used to develop the best possible
ule to minimally impact production, while taking other critical factors
into account at the same time, such as:
Overtime costs,
Crew availability,
Potential idle (non-productive) time,
Technician skills,
Predictable production schedule slo
Figure 1: DSO/Maintenance scheduling software:
The following screen shots (Figures 1 and 2) illustrate how Actenum’s
software can be used to develop the best possible
ule to minimally impact production, while taking other critical factors
into account at the same time, such as:
productive) time,
Predictable production schedule slow times, and so on.
Figure 1: DSO/Maintenance scheduling software:
The following screen shots (Figures 1 and 2) illustrate how Actenum’s
software can be used to develop the best possible maintenance sche
ule to minimally impact production, while taking other critical factors
w times, and so on.
Figure 1: DSO/Maintenance scheduling software: location view
The following screen shots (Figures 1 and 2) illustrate how Actenum’s
maintenance sche
ule to minimally impact production, while taking other critical factors
w times, and so on.
location view
7
The following screen shots (Figures 1 and 2) illustrate how Actenum’s
maintenance sched-
ule to minimally impact production, while taking other critical factors
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Figure 2: DSO/Maintenance scheduling software: resource view
DSO/Maintenance
ules for maintenance in any type of
Figure 2: DSO/Maintenance scheduling software: resource view
DSO/Maintenance
es for maintenance in any type of
Figure 2: DSO/Maintenance scheduling software: resource view
DSO/Maintenance facilitates the rapid development of optimal sche
es for maintenance in any type of
Figure 2: DSO/Maintenance scheduling software: resource view
facilitates the rapid development of optimal sche
es for maintenance in any type of facility.
© 2016
Figure 2: DSO/Maintenance scheduling software: resource view
facilitates the rapid development of optimal sche
facility.
6 Actenum Corporation. All rights reserved.
Figure 2: DSO/Maintenance scheduling software: resource view
facilitates the rapid development of optimal sche
Actenum Corporation. All rights reserved.
facilitates the rapid development of optimal sched-
© 2015 Actenum Corporation. All rights reserved.
Actenum Corporation. All rights reserved.
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© 2016 Actenum Corporation. All rights reserved.
9
Corporate Strategy
vs. Operational Real-
ity
What you think is going to happen isn’t what really
happens!
The long-term corporate plan is generally developed at the beginning of
a fiscal cycle. This longer term planning phase is sometimes referred to
as the “slow-loop” planning phase. In the “slow-loop” planning phase the:
� Required production output levels are set to meet the required cor-
porate revenue goals,
� Individual and departmental production targets are established,
� Preventive maintenance plans are prepared,
� Some unexpected maintenance time is allocated,
� Spare parts and tools are planned for and ordered.
This long term slow-loop planning phase requires input and collabora-
tion from both maintenance and production staff. And of course the
output of the plan must be in alignment with the organization’s goals
and targets.
But then comes the actual execution of the plan, or what we’ll refer to
here as the “fast-loop” phase of the cycle. This is the phase where the
plan is actually put into motion and production and maintenance plans
are actually executed against real world demands. And in the real world,
things are not often the way we had envisioned.
For example, sales may be higher than expected (that’s good), which re-
sults in an increased demand on production equipment. This increased
demand on production equipment causes someone to make a decision
to skip a scheduled preventive maintenance on a production asset. That
specific production asset later suffers a catastrophic breakdown (that’s
bad). This unanticipated breakdown will not only put the organization’s
ability to meet the increased production requirements in jeopardy, but it
may put its ability to meet the original production requirements at risk
as well.
These sudden and unexpected changes will now require modifications
to both the maintenance and production schedules to get them back on
track. Collaboration between the maintenance and production teams
will be essential in successfully devising the revised plans. Software
technology can significantly facilitate that effort.
For example, rows 3 and 4 of the screen shot in Figure 3 clearly show an
asset with 100% risk of a breakdown due to an overdue maintenance
task.
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Figure 3: Scheduled maintenance and breakdown risk illustration
This type of tool and screen would clearly have been useful to both
maintenance and production management in the scenario described
above in helping them determine whether that PM should have been
skipped. It will als
updated plans and schedules.
Actenum’s software presents crucial information in real time for evalu
tion, so management can develop alternative action plans when nece
sary to ensure critical targets are not missed.
Figure 3: Scheduled maintenance and breakdown risk illustration
This type of tool and screen would clearly have been useful to both
maintenance and production management in the scenario described
above in helping them determine whether that PM should have been
skipped. It will also be valuable to them going for
updated plans and schedules.
Actenum’s software presents crucial information in real time for evalu
tion, so management can develop alternative action plans when nece
sary to ensure critical targets are not missed.
Figure 3: Scheduled maintenance and breakdown risk illustration
This type of tool and screen would clearly have been useful to both
maintenance and production management in the scenario described
above in helping them determine whether that PM should have been
o be valuable to them going for
updated plans and schedules.
Actenum’s software presents crucial information in real time for evalu
tion, so management can develop alternative action plans when nece
sary to ensure critical targets are not missed.
Figure 3: Scheduled maintenance and breakdown risk illustration
This type of tool and screen would clearly have been useful to both
maintenance and production management in the scenario described
above in helping them determine whether that PM should have been
o be valuable to them going for
Actenum’s software presents crucial information in real time for evalu
tion, so management can develop alternative action plans when nece
sary to ensure critical targets are not missed.
© 2016
Figure 3: Scheduled maintenance and breakdown risk illustration
This type of tool and screen would clearly have been useful to both
maintenance and production management in the scenario described
above in helping them determine whether that PM should have been
o be valuable to them going forward in
Actenum’s software presents crucial information in real time for evalu
tion, so management can develop alternative action plans when nece
sary to ensure critical targets are not missed.
6 Actenum Corporation. All rights reserved.
Figure 3: Scheduled maintenance and breakdown risk illustration
This type of tool and screen would clearly have been useful to both
maintenance and production management in the scenario described
above in helping them determine whether that PM should have been
ward in devising their
Actenum’s software presents crucial information in real time for evalu
tion, so management can develop alternative action plans when nece
Actenum Corporation. All rights reserved.
This type of tool and screen would clearly have been useful to both
maintenance and production management in the scenario described
above in helping them determine whether that PM should have been
devising their
Actenum’s software presents crucial information in real time for evalua-
tion, so management can develop alternative action plans when neces-
© 2015 Actenum Corporation. All rights reserved.
Actenum Corporation. All rights reserved.
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© 2016
6 Actenum Corporation. All rights reserved.
The challenge of
Organizational
Alignment
Actenum Corporation. All rights reserved.
challenge of
izational
Alignment
Actenum Corporation. All rights reserved.
In order to develop, maintain, revise, and optimize plans and schedules,
maintenance and production management need accurate and real
information to determine such things as:
� How will maintenance activities impact production? F
today’s mainte
week?
� What crucial maintenance activities cannot be skipped (like that
skipped PM)?
� What’s the best response to unanticipated events (such as an i
crease in demand or an
� Can machine failures be minimized, or even eliminated?
� What’s the best way to boost overall asset availability to meet pr
duction targets?
Moreover, maintenance and production managers
and collaborate in both the
execution and
organization, not just their individual departments.
Traditionally however, these efforts have been largely manual in nature,
aided in large m
nately, technologies such as
ing these efforts in both the slow
To illustrate, the screen shot in Figure 4 displays several missed prod
tion deadline risk factors and a very high breakdown risk for a proposed
maintenance and production schedule before the schedule is automat
cally optimized.
Figure 4
fore optimization
In order to develop, maintain, revise, and optimize plans and schedules,
maintenance and production management need accurate and real
information to determine such things as:
How will maintenance activities impact production? F
today’s mainte
week?
What crucial maintenance activities cannot be skipped (like that
skipped PM)?
What’s the best response to unanticipated events (such as an i
crease in demand or an
Can machine failures be minimized, or even eliminated?
What’s the best way to boost overall asset availability to meet pr
duction targets?
Moreover, maintenance and production managers
and collaborate in both the
execution and scheduling
organization, not just their individual departments.
Traditionally however, these efforts have been largely manual in nature,
aided in large measure only by spreadsheets and similar tools. Fort
nately, technologies such as
ing these efforts in both the slow
To illustrate, the screen shot in Figure 4 displays several missed prod
tion deadline risk factors and a very high breakdown risk for a proposed
maintenance and production schedule before the schedule is automat
cally optimized.
Figure 4: A schedule with
fore optimization
In order to develop, maintain, revise, and optimize plans and schedules,
maintenance and production management need accurate and real
information to determine such things as:
How will maintenance activities impact production? F
today’s maintenance shutdown cause a production problem next
What crucial maintenance activities cannot be skipped (like that
What’s the best response to unanticipated events (such as an i
crease in demand or an unanticipated breakdown)?
Can machine failures be minimized, or even eliminated?
What’s the best way to boost overall asset availability to meet pr
duction targets?
Moreover, maintenance and production managers
and collaborate in both the slow
scheduling phases. Such cooperation benefits the entire
organization, not just their individual departments.
Traditionally however, these efforts have been largely manual in nature,
easure only by spreadsheets and similar tools. Fort
nately, technologies such as the DSO/Maintenance
ing these efforts in both the slow
To illustrate, the screen shot in Figure 4 displays several missed prod
tion deadline risk factors and a very high breakdown risk for a proposed
maintenance and production schedule before the schedule is automat
chedule with high missed deadline
In order to develop, maintain, revise, and optimize plans and schedules,
maintenance and production management need accurate and real
information to determine such things as:
How will maintenance activities impact production? F
nance shutdown cause a production problem next
What crucial maintenance activities cannot be skipped (like that
What’s the best response to unanticipated events (such as an i
unanticipated breakdown)?
Can machine failures be minimized, or even eliminated?
What’s the best way to boost overall asset availability to meet pr
Moreover, maintenance and production managers
slow-loop planning phase and the fast
phases. Such cooperation benefits the entire
organization, not just their individual departments.
Traditionally however, these efforts have been largely manual in nature,
easure only by spreadsheets and similar tools. Fort
the DSO/Maintenance
ing these efforts in both the slow-loop and fast
To illustrate, the screen shot in Figure 4 displays several missed prod
tion deadline risk factors and a very high breakdown risk for a proposed
maintenance and production schedule before the schedule is automat
high missed deadline
In order to develop, maintain, revise, and optimize plans and schedules,
maintenance and production management need accurate and real
How will maintenance activities impact production? F
nance shutdown cause a production problem next
What crucial maintenance activities cannot be skipped (like that
What’s the best response to unanticipated events (such as an i
unanticipated breakdown)?
Can machine failures be minimized, or even eliminated?
What’s the best way to boost overall asset availability to meet pr
Moreover, maintenance and production managers have to
loop planning phase and the fast
phases. Such cooperation benefits the entire
organization, not just their individual departments.
Traditionally however, these efforts have been largely manual in nature,
easure only by spreadsheets and similar tools. Fort
the DSO/Maintenance software are facilita
loop and fast-loop phases.
To illustrate, the screen shot in Figure 4 displays several missed prod
tion deadline risk factors and a very high breakdown risk for a proposed
maintenance and production schedule before the schedule is automat
high missed deadlines and risk of
In order to develop, maintain, revise, and optimize plans and schedules,
maintenance and production management need accurate and real-
How will maintenance activities impact production? For example, will
nance shutdown cause a production problem next
What crucial maintenance activities cannot be skipped (like that
What’s the best response to unanticipated events (such as an in-
unanticipated breakdown)?
Can machine failures be minimized, or even eliminated?
What’s the best way to boost overall asset availability to meet pr
have to cooperate
loop planning phase and the fast-loop
phases. Such cooperation benefits the entire
Traditionally however, these efforts have been largely manual in nature,
easure only by spreadsheets and similar tools. Fort
software are facilita
loop phases.
To illustrate, the screen shot in Figure 4 displays several missed prod
tion deadline risk factors and a very high breakdown risk for a proposed
maintenance and production schedule before the schedule is automat
risk of breakdown,
11
In order to develop, maintain, revise, and optimize plans and schedules,
-time
example, will
nance shutdown cause a production problem next
What crucial maintenance activities cannot be skipped (like that
n-
What’s the best way to boost overall asset availability to meet pro-
cooperate
loop
phases. Such cooperation benefits the entire
Traditionally however, these efforts have been largely manual in nature,
easure only by spreadsheets and similar tools. Fortu-
software are facilitat-
To illustrate, the screen shot in Figure 4 displays several missed produc-
tion deadline risk factors and a very high breakdown risk for a proposed
maintenance and production schedule before the schedule is automati-
breakdown, be-
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12
When the same schedule is optimized,
ally eliminated, as illustrated in Figure 5.
Figure 5
proves both missed deadlines and breakdown risk
en the same schedule is optimized,
ally eliminated, as illustrated in Figure 5.
Figure 5: Automated
proves both missed deadlines and breakdown risk
en the same schedule is optimized,
ally eliminated, as illustrated in Figure 5.
Automated optimization with DSO/Maintenance significantly i
proves both missed deadlines and breakdown risk
en the same schedule is optimized, though
ally eliminated, as illustrated in Figure 5.
optimization with DSO/Maintenance significantly i
proves both missed deadlines and breakdown risk
© 2016
though, the risk factors are virt
optimization with DSO/Maintenance significantly i
proves both missed deadlines and breakdown risk
6 Actenum Corporation. All rights reserved.
, the risk factors are virt
optimization with DSO/Maintenance significantly i
Actenum Corporation. All rights reserved.
, the risk factors are virtu-
optimization with DSO/Maintenance significantly im-
© 2015 Actenum Corporation. All rights reserved.
Actenum Corporation. All rights reserved.
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© 2016 Actenum Corporation. All rights reserved.
13
Advanced software
facilitates planning and
scheduling
The benefits to implementing advanced software technology to assist
with maintenance and production planning and scheduling are numer-
ous. To highlight several of the primary advantages, DSO/Maintenance
software:
� Speeds coordinated planning in both the slow-loop and fast-loop
phases,
� Coordinates the creation of production of both maintenance and
production schedules,
� Displays production output by time period, (daily, weekly, monthly,
quarterly, etc., or user defined)
� Lists detailed maintenance activities and schedules
� Automatically calculates the best possible maintenance and produc-
tion schedules,
� Displays revisions and impacts to the schedule in real-time,
� Measures and displays risks of missing production targets,
� Measures and displays potential breakdown risks,
� Evaluates and displays potential conflicts; e.g., a technician with a
required skill is not available for a scheduled PM, or a production as-
set is not available for a production run due to a scheduled PM,
� Analyzes and displays a wide variety of user defined Key Perfor-
mance Indicators (KPIs), such as equipment availability and utiliza-
tion or production output.
Actenum recognizes, though, that seasoned and experienced profes-
sionals in asset intensive industries know a great deal about their envi-
ronments. So the company designed DSO/Maintenance to allow for what
the company refers to as a “two expert” approach. Maintenance and
production managers and authorized users can easily and actively inter-
act with the software using a “drag and drop” interface to manipulate
and revise the schedule. DSO/Maintenance analyzes and evaluates all
suggested revisions made to the schedules in this fashion and presents
the updated schedule, the potential conflicts, the possible risks, the KPI
impacts, and other factors back to the users in real-time for instant anal-
ysis and action.
Integrate with Back Office, Project, and Primavera
DSO/Maintenance is a stand-alone application that easily integrates with
a variety of CMMS and EAM systems. It also easily integrates with and
optimizes schedules generated in Microsoft Project or in Oracle Pri-
mavera.
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14
Enhanced
sions boost
management p
formance
Enhanced Deci-
oost asset
ment per-
formance
Organizations today gather an enormous amount of data about the a
sets they use and maintain. They store that data as information in the
advanced ERP, CMMS, EAM, and other systems that are available
we said at the beginning of this paper,
of itself is not valuable unless some
good decisions that positively impact an asset
Actenum’s
and production management
great decisions
produce goods, to extend their useful life, and to provide an improved
return on assets (ROA) fin
The user normally works
automatic. In manual mode, the user may select activities and drag and
drop them elsewhere in the
moved, the optimization objectives will be updated to reflect the ou
come
sary. In automatic mode, the optimization engine takes control of the
schedule and
isfy the optimization objective targets (for exam
tion output, or minimizing costs). Once the optimizer has generated a
new schedule, the user can examine the objectives) usually referred to
as Key Performance Indicators (KPIs), generate desired reports, and send
the schedule to exte
rganizations today gather an enormous amount of data about the a
sets they use and maintain. They store that data as information in the
advanced ERP, CMMS, EAM, and other systems that are available
we said at the beginning of this paper,
elf is not valuable unless some
good decisions that positively impact an asset
Actenum’s DSO/Maintenance
and production management
great decisions—decisions that positively impact the assets’ ability to
produce goods, to extend their useful life, and to provide an improved
return on assets (ROA) fin
The user normally works
automatic. In manual mode, the user may select activities and drag and
drop them elsewhere in the
moved, the optimization objectives will be updated to reflect the ou
come of the change. Each such change may be easily undone, if nece
sary. In automatic mode, the optimization engine takes control of the
schedule and assigns
isfy the optimization objective targets (for exam
tion output, or minimizing costs). Once the optimizer has generated a
new schedule, the user can examine the objectives) usually referred to
as Key Performance Indicators (KPIs), generate desired reports, and send
the schedule to exte
rganizations today gather an enormous amount of data about the a
sets they use and maintain. They store that data as information in the
advanced ERP, CMMS, EAM, and other systems that are available
we said at the beginning of this paper,
elf is not valuable unless some
good decisions that positively impact an asset
DSO/Maintenance does just that. It empowers maintenance
and production management staff
decisions that positively impact the assets’ ability to
produce goods, to extend their useful life, and to provide an improved
return on assets (ROA) financial measurement.
The user normally works with the schedule in two modes: manual and
automatic. In manual mode, the user may select activities and drag and
drop them elsewhere in the schedule
moved, the optimization objectives will be updated to reflect the ou
of the change. Each such change may be easily undone, if nece
sary. In automatic mode, the optimization engine takes control of the
assigns activities in order to satisfy constraints, and to sa
isfy the optimization objective targets (for exam
tion output, or minimizing costs). Once the optimizer has generated a
new schedule, the user can examine the objectives) usually referred to
as Key Performance Indicators (KPIs), generate desired reports, and send
the schedule to external execution and enterprise systems.
rganizations today gather an enormous amount of data about the a
sets they use and maintain. They store that data as information in the
advanced ERP, CMMS, EAM, and other systems that are available
we said at the beginning of this paper, information about assets in and
elf is not valuable unless someone uses the information to make
good decisions that positively impact an asset
does just that. It empowers maintenance
staff to use available information to make
decisions that positively impact the assets’ ability to
produce goods, to extend their useful life, and to provide an improved
ancial measurement.
with the schedule in two modes: manual and
automatic. In manual mode, the user may select activities and drag and
schedule Gantt chart. As activities are
moved, the optimization objectives will be updated to reflect the ou
of the change. Each such change may be easily undone, if nece
sary. In automatic mode, the optimization engine takes control of the
activities in order to satisfy constraints, and to sa
isfy the optimization objective targets (for exam
tion output, or minimizing costs). Once the optimizer has generated a
new schedule, the user can examine the objectives) usually referred to
as Key Performance Indicators (KPIs), generate desired reports, and send
rnal execution and enterprise systems.
© 2016
rganizations today gather an enormous amount of data about the a
sets they use and maintain. They store that data as information in the
advanced ERP, CMMS, EAM, and other systems that are available
information about assets in and
one uses the information to make
good decisions that positively impact an asset’s performance.
does just that. It empowers maintenance
to use available information to make
decisions that positively impact the assets’ ability to
produce goods, to extend their useful life, and to provide an improved
ancial measurement.
with the schedule in two modes: manual and
automatic. In manual mode, the user may select activities and drag and
Gantt chart. As activities are
moved, the optimization objectives will be updated to reflect the ou
of the change. Each such change may be easily undone, if nece
sary. In automatic mode, the optimization engine takes control of the
activities in order to satisfy constraints, and to sa
isfy the optimization objective targets (for example, maximizing produ
tion output, or minimizing costs). Once the optimizer has generated a
new schedule, the user can examine the objectives) usually referred to
as Key Performance Indicators (KPIs), generate desired reports, and send
rnal execution and enterprise systems.
6 Actenum Corporation. All rights reserved.
rganizations today gather an enormous amount of data about the a
sets they use and maintain. They store that data as information in the
advanced ERP, CMMS, EAM, and other systems that are available. But as
information about assets in and
one uses the information to make
s performance.
does just that. It empowers maintenance
to use available information to make
decisions that positively impact the assets’ ability to
produce goods, to extend their useful life, and to provide an improved
with the schedule in two modes: manual and
automatic. In manual mode, the user may select activities and drag and
Gantt chart. As activities are
moved, the optimization objectives will be updated to reflect the ou
of the change. Each such change may be easily undone, if nece
sary. In automatic mode, the optimization engine takes control of the
activities in order to satisfy constraints, and to sa
ple, maximizing produ
tion output, or minimizing costs). Once the optimizer has generated a
new schedule, the user can examine the objectives) usually referred to
as Key Performance Indicators (KPIs), generate desired reports, and send
rnal execution and enterprise systems.
Actenum Corporation. All rights reserved.
rganizations today gather an enormous amount of data about the as-
sets they use and maintain. They store that data as information in the
. But as
information about assets in and
one uses the information to make
does just that. It empowers maintenance
to use available information to make
decisions that positively impact the assets’ ability to
produce goods, to extend their useful life, and to provide an improved
with the schedule in two modes: manual and
automatic. In manual mode, the user may select activities and drag and
moved, the optimization objectives will be updated to reflect the out-
of the change. Each such change may be easily undone, if neces-
sary. In automatic mode, the optimization engine takes control of the
activities in order to satisfy constraints, and to sat-
ple, maximizing produc-
tion output, or minimizing costs). Once the optimizer has generated a
new schedule, the user can examine the objectives) usually referred to
as Key Performance Indicators (KPIs), generate desired reports, and send
© 2015 Actenum Corporation. All rights reserved.
Actenum Corporation. All rights reserved.
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© 2016 Actenum Corporation. All rights reserved.
15
About Michael Israel
igniteService, Inc. provides expert business consulting and marketing
support for companies with customer service, field service, repair depot
and asset maintenance operations, and for vendors providing technolo-
gy solutions to those companies.
igniteService can be contacted at 702.476.5328.
Actenum Corporation
Actenum develops scheduling and optimization software for oil & gas
operators.
Our products create shareholder value for our customers by increasing
operational efficiency, reducing cycle times, and improving collaboration
within teams.
Our customers, including some of the largest oil & gas companies in the
world, use our software to schedule and manage complex programs,
with demanding cycle times that sometimes involve thousands of activi-
ties, and milestones. Our solutions increase production uptime through
rapid, reliable scheduling of production assets.
To speak to an Actenum representative, or to schedule a demonstration,
please contact us at 604.681.1262, or [email protected].
© 2009-2016 Actenum Corporation
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16
© 2015 Actenum Corporation. All rights reserved.
© 2016 Actenum Corporation. All rights reserved.
VANCOUVER (Corporate headquarters)
Actenum Corporation
745 Thurlow Street, 14th Floor
Vancouver BC V6E 0C5
Canada
Telephone: +1.604.681.1262
HOUSTON
Actenum Corporation
1700 Post Oak Boulevard
2 Boulevard Place, Suite 600
Houston, TX 77056
Telephone: +1.713.963.3629